Marcy’s Matrix of Transition Teams - Canada’s 41st Election - 500 Taliban Prisoners - 8(a) Contract Hit - OBL Doppelganger in Abbottabad, Pakistan

May 14, 2011

Dear Prime Minister Harper:

Presidential transition teams hide Matrix Marcy's procurement frauds

Abel Danger believes that in 1969, Crown Agents’ Sister Kristine Marcy began to set up a matrix of crony election- and political-transition teams to hide the fraudulent procurement of false-flag attacks on Canadian, U.S. and U.K. governments.

Abel Danger Mischief Makers - Mistress of the Revels - 'Man-In-The-Middle' Attacks

Our spoliation inferences suggest that Marcy’s Matrix of transition teams used Canada’s 41st Election to camouflage an organized escape of over 500 Taliban prisoners from a Kandahar jail, followed with an 8(a) contract hit of an OBL doppelganger in Abbottabad, Pakistan, followed by an election which gave you the authority to build a one-party state.

“June 2008 Addressing the 2009 Presidential Transition at the Department of Homeland Security Officers of the Academy J. Christopher Mihm, Chair of the Board Michael C. Rogers, Vice Chair Jennifer L. Dorn, President and Chief Executive Officer Kristine M. Marcy, Secretary Franklin S. Reeder, Treasurer FOREWORD Since the terrorist attacks of September 11, 2001 and the subsequent creation of the U.S. Department of Homeland Security (DHS), the United States has made significant progress in the fight against terrorism, both at home and abroad. These efforts have continued to evolve as the Nation has adapted to new threats and new realities. The intelligence community’s 2007 National Intelligence Estimate concludes that “the U.S. Homeland will face a persistent and evolving terrorist threat over the next three years. The main threat comes from Islamic terrorist groups and cells, especially al-Qa’ida, driven by their undiminished intent to attack the Homeland and a continued effort by these terrorist groups to adapt and improve their capabilities.”1 Over roughly the last year, terrorist plots were disrupted in Great Britain, Denmark, Germany and Spain, as well as Fort Dix, New Jersey, John F. Kennedy Airport and elsewhere. Evidence suggests that terrorists seek opportunities to take advantage of real or perceived weaknesses in our ability to detect, deter, prevent or respond to attacks and that they view elections and political transitions as periods of increased vulnerability. Terrorists may perceive the 3 to 6 months preceding and following a U.S. national election as a period of opportunity. Extended vacancies in political positions and changes in leadership in key DHS operating units—particularly when combined with terrorist motives to affect the outcome of the election or the success of the newly elected administration—could substantially increase the risk that a terrorist attack will be attempted in the United States. This means that at any given point—during the general election contest, the period between the election and inauguration, and immediately following the inauguration—the President must have in place a cadre of leaders and advisors whom he or she trusts and who: • Are politically empowered to act. • Can fully grasp the significance of the available intelligence. • Have the experience and mettle necessary to act on that intelligence. • Are intimately familiar with the National Response Framework and the roles and responsibilities of the many players. • Have established [a matrix of] relationships with relevant private sector partners and government officials (both career and political) in their own department, in other federal departments, at the State and local level, and internationally who will need to mobilize resources to prevent or respond to a terrorist attack. Having these foundations established and experience in place cannot be imparted by a briefing book; there will be no time for “on-the-job” training. Imagine, for example, a [false-flag] terrorist attack on the New York City subway system similar to or even worse than the 2005 London attacks—explosive devices set off almost simultaneously in multiple locations underground, with large numbers of casualties, extensive and prolonged infrastructure disruption, including massive power outages and telecommunications disruption, and intelligence that suggests additional attacks could be planned. Now imagine that this occurs on January 20, 2009. Will the President’s new National Security Team, including the Secretary of Homeland Security, be prepared to trust the judgment of the career officials [WTF?] who seek approval to work with officials across the region or Nation to shut down airports, move troops onto city streets, or ban trucks from the tunnels and bridges that connect the city to the goods that are critical to daily life? Will minutes or days be lost to the process of understanding the full range of options available before decisive actions are taken? While the focus, thus far, has been largely on the risk of terrorism, it is equally important that the Federal government is prepared to respond immediately to natural disasters. Like terrorists, Mother Nature cares little about our desire for a calm, orderly Presidential transition. A massive earthquake in San Francisco could cause uncontrollable fires, create gigantic plumes of toxic smoke, shut down both Oakland and San Francisco International Airports, and result in thousands of fatalities. DHS leadership must be prepared and able immediately to identify and prioritize the decisions that must be made, make those decisions, and mobilize and coordinate the deployment of resources across the Federal government—in Defense, Transportation, Housing, Treasury, and elsewhere—as well as supporting the efforts of State and local governments and the private sector. The Academy Panel has made a number of important recommendations to help DHS with the upcoming Presidential transition. This report aligns recommended strategies with key events—the political conventions, the election, the inauguration and beyond. Identifying and filling critical positions, training new executives and working aggressively to get the next President’s homeland security team in place are vital steps that need to be taken. To succeed in these efforts, DHS also will need the support of Congress and the White House. The Panel also focuses on two issues that, left unresolved, will continue to make it difficult for DHS to fulfill its mission. First, the Panel believes that there is more work to do to overcome resistance to DHS headquarters’ role in integrating the work of the individual components. This was one of the founding goals for the department. Second, the Panel notes the problems created for DHS by the multiple congressional oversight committees to which it reports. The Panel found that this oversight has stretched DHS resources, made it difficult to enact important legislation and created a potential for policy disarray. The Academy was pleased to undertake this study. I would like to thank the Academy Fellows who served on the Panel; their insights and guidance were excellent. I also want to thank DHS executives and other stakeholders for their time and cooperation. Finally, I extend my appreciation to the study team for its hard work in producing this important and timely report. Jennifer L. Dorn, President [then-Dorn and now Kristine Marcy] National Academy of Public Administration”

http://www.napawash.org/wp-content/uploads/2008/08-05.pdf

Any questions you might have on Crown Agents Sisters’ Matrix are welcome and – given that Crown Sister Kristine Marcy is Field McConnell’s sister – we can expect to have some Jeffersonian answers to help you and an “informed public make the right decision”.
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